Ancient Abilities Part 2Chapter 3 Mission Finances
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Ancient Abilities Part 2Chapter 8: The Growth Of Mission Finances free porn video
During the week after the privacy legislation had been passed by Parliament, Frank, Jim S, I, and our wives met to discuss our plans for the future. Some months back, we had decided that a few of our older children were mature enough to be informed of the mission. We briefed them on the four tasks and our desire for them to help support the mission. We made very sure to make it clear that the decision to support the mission was theirs to make. When they agreed, we strongly suggested that they initially participate in minor supporting roles, until they reached the age of 18 and became legal adults. They agreed with our suggestion, so we had invited them to participate in the meeting while their younger sibling swam and played games in the rec room.
It was really funny watching their expressions during the meeting. They wanted to be in the rec room with the other kids, but they also felt that they had to remain with us due to their new 'adult' roles.
Shortly after Barbara was elected as the leader of Task 2's Task Cell, my wives and I decided that Paul, Sally, Kirk, and the members of our 3 families should also be the members of the Mission Control Cell. We felt that 5 people was too small of a group for adequate input, and many more than that would be too large of a group to be manageable.
To most people our meeting style would seem highly unusual. I owned Conrad Research and Development Ltd., and Frank and Jim owned Jim C's Products Ltd. When we had first setup our partnership, we agree to run the two corporations as if we owned them as a group. I was also in charge of the mission that the Guidance Council had given me. Yet when we discussed our 2 companies' business activities and the mission activities, we ran the meeting as if everyone in the Mission Control Cell were equal owners of everything. When we voted on an activity, everyone's vote carried the same weight, and to be passed, every vote required a two-thirds majority; most votes were unanimous. Cathy had suggested this format, and so far, it worked very well for making decisions.
As the leader of the Mission Control Cell, I called our meeting to order. Sam was taking notes as I said, "The first order of business today is to congratulate our Task 2 Cell Leader and her cell members on a job well done."
After the applause and words of phrase had died down, I said, "During our last meeting, we focused on the status of our mission tasks, current finances, and each cell's near term activities. The status of our tasks and Mission finances has not changed appreciably from that reported at our last meeting and we are on target according to our projected financial planning. I would like to focus on future business activities in today's meeting."
The nodding heads told me to continue. "Now as to future business, we have several things to discuss. Once I finish introducing the new business activity that I am ready to turn over to Jim C's Products for production, Jim S will make a presentation regarding expansion of our current businesses.
"My new product is a Super Computer. I have discussed this matter with Frank and Jim S. We believe that New Zealand is not a suitable place to produce this product. The three of us decided that the best option is to create a new division of Jim C's Products, and have that division handle the manufacture and sale of the Super Computer. The division will be headquartered here in Pukekohe, but the production facility will be located overseas.
"The Guidance Council has decided that Australia should be Task 2's next target. They suggested that we open the manufacturing facility in Canberra or Brisbane, Australia.
"Last month, Frank, Jim, and I took a trip to Canberra and Brisbane to do a preliminary assessment of whether either is a viable location for our new facility. We decided that Canberra would be good for political reasons, but it would be a poor commercial location. Brisbane exceeded the minimum levels of acceptability that we had established, so we are recommending it as the site for our production facility.
"Before we vote on creating a new division of Jim C's Products and where we should locate the production facility, are there any questions?"
Yes, there were questions; quite a few questions to be truthful. The main thing everyone wanted to understand was why New Zealand was a poor site for manufacturing the computer. We decided to defer the vote, until everyone had had time to do some research and reach an informed opinion. We would discuss the matter between now and our next meeting and vote on it at that time.
"That is the only item of new business that I have to introduce. Does anyone have any question or anything to say before Jim gives his presentation?
Barbara raised her hand, and when Jim C nodded to her, she said, "To start with, I and my team thank all of you for your comments.
"What I want to know is will there be any interaction between my team's efforts in Australia and the new subdivision in Brisbane assuming that we decide to expand in that direction?"
Jim C looked at Barbara for a while, and said, "I will pass that question on to Cathy and the Guidance Council for their opinions, but off the top of my head, I can see no conflict or interaction between your task cell and the new subdivision."
"I had two things in mind Jim. The first was where should we setup our operational headquarters? If the new division is to openly support our effort, Brisbane might be a good location. If not, should we distance ourselves from Brisbane by setting up in Canberra or some other location?
"The second was when my group merges with the local Australian group and we begin to lobby for the legislation, I suspect that the news media will come out in force against us. Will their stories and public reaction create a problem for us in starting a new business in Australia?
"Ah, now I see your concerns. As far as the first issue goes, I do not foresee the new branch actively supporting your efforts. If you need support, then those of us in New Zealand will provide you with the support you need. In the end, I don't think it will matter where you setup your headquarters. The media will eventually try to link Jim C's products with both you and the production facility. As to the second issue, the media will undoubtedly resist your efforts, and they could create a problem for the new division when we begin to market the computer. However, any problems should be a short-term issue, so I don't see that as an insurmountable problem.
Sam said, "Starting our Task 2 effort in Australia and opening a new business venture there presents us with a Public Relations problem. Everyone knows that Barbara is associated with Jim C's Products, since the company supported her Task Cell's efforts in New Zealand. Before the Task Cell begins its efforts in Australia, we need to promote a public relations campaign. The sleeper groups in Australia need to ban together and get the word out to the public that (1) they are a grassroots organization of concerned Australian citizens, and (2) they are inviting the New Zealand group responsible for getting similar legislation passed in New Zealand to consult with them as advisors.
"To minimize the problem, we need to do one of three things. We can avoid publically linking the new company with Jim C's Products, or we can delay opening the new business or delay the start of Task 2 in Australia.
"My personal preference would be to have one of the shell companies my sister wives and I own to create a shell company in Australia and to use the Australian shell company as the registered owner of the new company. There will be no requirement for us to publically acknowledge the new shell company as associated with Jim C's Products. Therefore, there will be minimal risk of the Australian media linking Barbara's Task 2 efforts to the new company.
"Of course, we will have to decide if we want to make that link public knowledge when it is time for the company to announce the introduction of its first line of computers. We will also have to work out how we will communicate with the senior manager of our new company without the Australian media learning we own the company.
Barbara said, "My second question Jim is, our strategy here in New Zealand included the use of a newspaper to create support for the legislation. Are we to use the same strategy and if so, do you have or will you be buying another newspaper?"
After thinking on the question for several moments, I said, "Yes, I think that our overall strategy worked well here and it should work well in Australia. I would like to find an existing newspaper that supports our goals and methods of achieving those goals; but if necessary, I will buy a newspaper for us to use.
"Is there anything else before we move on to Jim S's presentation?"
Mary interjected an interesting question, "Sam suggested that we create an Australian shell company. I am wondering if we should base it in New Zealand."
"Good question Mary. Let's put that decision off until we decide if we even need a shell company. If we do need one, my instincts say Australia, but I can see advantages to basing it in New Zealand. Anything further?
"Alright, since no one has anything to add, it appears that we are ready to move on."
Before turning the meeting over to Jim, I said, "According to the financial plan presented at our last meeting, we were due to start evaluating the throughput of our current production line. In other words, is it producing an adequate volume of cars for the North Island market? Can production be increased to meet the needs of the South Island market? The final item we were going to consider was, if we are going to build another production line, should we produce right-hand drive vehicles for the Australian-Asian market, left-hand drive vehicles for the American-European market, and where should we locate the new production line(s). I asked Jim to look into these questions and to be ready to give us a recommendation."
I nodded to Jim S, so he stood and began to speak, "Since the introduction of our solar powered car 15 months ago, sales have increased exponentially. I predict that sales will continue to increase but at a reduced rate of change. We are currently running two production shifts a day, 6 days a week, and we are building up our workforce to begin 3 shifts a day. When we shift to 3 shifts a day, we should be able to meet the long-term sales needs of the North Island, but I doubt that there will be any excess production for the South Island. That will be especially true if we produce additional models, as I will address later in the presentation.
"That brings us to the needs of the South Island. We will need a production output comparable to that of our current facility to meet the South Island's needs. "However, we will also need to expand our production in order to enter the Australian marketplace. The question becomes, will we manufacture the cars here in New Zealand and export them to Australia, or should we build a separate production facility in Australia, and if so, where?
"There is also the question of when do we want to begin manufacture of left-hand drive vehicles and where do we want to build those production plants? Most of the World's countries drive on the right side of the road, and that means left-hand drive vehicles represent a much larger marketplace than the right-hand drive vehicles we now produce.
"Having said all of that, my recommendation is to build a new facility on the South Island to manufacture right-hand drive cars for the South Island. Build a new 4 or 5-line production facility near Perth in Western Australia to manufacture right-hand drive cars for the needs of the Australian and Southeast Asian regions. Our current facility and these two new locations should be adequate for supplying vehicles to the majority of the countries that drive on the left side of the road. Once our three plants are in full production, build facilities for manufacturing left-hand drive cars in Canada, South America, Europe, and China.
"Are there any questions?"
Barbara said, "When you say China, do you mean Communist or Nationalist China?"
"I am recommending Communist China for political reasons that I discussed with Jim C and Sam. However, that intent is based on our receiving certain concessions from the mainland Chinese Government. I have zero faith in the Communist Chinese Government complying with any agreement they enter into, and believe that at some point they will nationalize our company. So to prevent that from happening, or at least minimize the impact of such an action, we will not provide them with the capability of creating the proprietary components of the vehicle. We will assemble those here in New Zealand and ship them to China. I may be paranoid, but we may want to consider doing that for all of our overseas plants."
Sam raised her hand and said, "Do you have a time line for this expansion Jim?"
"I put together a very rough estimate, based on our plant here on the North Island. I estimate that we may require 20+ years before we finish building the last of the left-hand drive production facilities. I expect to build our first left-hand drive car production facility within 5 years, and we will probably require an additional 25 years to complete the remaining left-hand drive facilities. The main limiting factor for building these facilities will be availability of finances for expansion. The right-hand drive automotive business should return at least $1 billion dollars a year within the next 10 years. I expect a similar return on investment from the left-hand drive facilities over the same period of time. I don't have a good feeling for the profitability of the Super Computer venture, but if I understand Jim C's plan, it may easily become a $3 billion dollar a year industry within 15 years. If those two estimates are true, then we may be able to reduce the timeline for building all of our automotive facilities to between 10 and 20 years. We also have the production and sale of our spinoff products to consider, but for the purpose of this analysis, I have ignored that aspect of our business empire.
"My main concern, as far as our automotive venture go, is we need to introduce and manufacture additional models. Right now, we have a single model, and many buyers will want an economy model, while others will want a luxury version. I know we don't have an answer right now, but do we have any plans for meeting those customer needs? If not, I recommend that we consider building the South Island production facility as a 3-production line facility, one line for each of the three models. We should also consider increasing the size of our other overseas production lines to produce all 3 models in those countries.
Barbara asked, "Are you sure about your numbers Jim. They don't feel right to me."
"No, I am not Barbara. It is nothing more than a best guess based on current financial data and our past effort in bringing the North Island facility on-line. The South Island facility will probably be a 3-line facility, while the Perth facility should have at least 6 lines. Thus, I would expect the Perth facility to take at least 6 times longer to build, but there may be some timesavings in building 6 lines at one location.
"Then there is always the need to finance the mission activities, which may consume capital that I am thinking of using for expansion. I just don't know how we should prioritize expansion financing versus mission financing, since both are important. I guess Jim C and the Guidance Council will have to determine the relative importance of the two items at the time that financing is needed for the next step in our business expansion."
Jim C stood and said, "Thanks Jim. Your recommendations and analysis of our rate of expansion, mission needs, and financial situation is very informative. Cathy was monitoring this meeting through me, so she is aware of what you said and will pass it on the Guidance Council. My opinion is to place development of financing for the mission over mission activities; at least for the duration of our lifetimes. However, I may change that position if we have an opportunity to make major strides in the mission in a very limited period of time. But as Karen reminded me earlier, we need to take our time and do it right the first time. To me that means having the financing necessary to support the mission in place, which of course means we need to expand our financial empire first.
"Does any one have anything to add before we end this meeting or any questions?"
Looking around the room, I could see no hands raised, but then I noticed Melisa's hand was raised shoulder high and held near her body.
"Do you have a something to say Melisa?"
In a timid and somewhat fearful voice, she shocked all of us when she asked, "What is the Guidance Council and who is Cathy?"
Looking around the room, I could see surprise on all of the adult faces. Then Cathy said, "Shame on us Jim. We explained the mission to our new Inner Council Members and forgot to explain our organizational structure."
"I know. That was a major oversight. We are going to have to stop thinking of them as children, if we want them to take on adult responsibilities."
"Melisa, I am sorry. We are so accustomed to our organization that we completely forgot that we have never talked with you and our children about our mission and organizational structure. I will make a special effort to brief all of our new members as soon as I can make time."
The following day, I met with Tim Schneider, Melisa Tolliver, and my kids Eric and Melody Conrad in the family room. To make up for my oversight, I apologized again and gave them a full briefing and explained the history of what had been done up to the present time. They had many questions about Cathy, the Guidance Council, and our mission, and I answered them all with an occasional assist by Cathy. Their reaction to Cathy linking with them was very enlightening. Their willingness to accept the dimensions and the progression of our souls through the dimensions was surprising. Overall, I was very happy with the way the four of them handled this new knowledge.
Eric and Tim were interested in politics, and like many young people, they had an idealized view of how the political process worked. They had often heard us and other adults badmouthing politicians, but no one had explained why we adults were so upset by the politicians' actions. At least, no one had explained it in a way that they could understand. In order to explain why Task 1 was necessary, I had to educate them so they understood that there is a big difference between the way a political system is said to work and the way it actually works. Once reality started intruding into their awareness, they wanted me to let them work on Task 1. I told them that Task 1 was Sam's responsibility and if they wanted to work on her task, then they needed to talk with her.
Melisa had been caught in the middle of the privacy issue. She had been old enough at the time to recognize that the man who approached her was doing something bad, but she didn't really understand the seriousness of the man's crimes. She was very angry at the media for disrupting her life, so she wanted to help her mom with Task 2. As I did with the boys, I told Melisa that she needed to talk with Barbara.
Maddy
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